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One of the fastest growing sectors of the economy of our time is the hotel
industry. The hotel industry alone is a multi-billion dollar and growing
enterprise. It is exciting, never boring and offer unlimited opportunities. The
hotel industry is diverse enough for people to work in different areas of interest
and still be employed within the hotel industry. This trend is not just in India, but
also globally.
Modern hotels provide refined services to their guests. The customers or
guests are always right. This principle necessitated application of management
principles in the hotel industry and the hotel professionals realized the
instrumentality of marketing principles in managing the hotel industry.
The concept of total quality management is found getting an important
place in the marketing management of hotels. The emerging positive trend in the
tourism industry indicates that hotel industry is like a reservoir from where the
foreign exchange flows. This naturally draws our attention on HOTEL
MANAGEMENT. Like other industries, the hotel industry also needs to explore
avenues for innovation, so that a fair blending of core and peripheral services is
made possible. It is not to be forgotten that the leading hotel companies of the
world have been intensifying research to enrich their peripheral services with the
motto of adding additional attractions to their service mix. It is against this
background that we find the service mix more flexible in nature.
The recruitment and training programmes are required to be developed in
the face of technological sophistication. The leading hotel companies have been
The repreciation in 1930 had a disaster effect in a hotel industry after the
World War II and brought a tremendous up surge to hotel industry with
continuous prosperity of hotel industry.
Mass travel is a modern phenomenon that emerged after World War II.
Mass tourism continues to grow as political freedom, economic wherewithal and
social equality spread across the globe. With the economic engine of
development running at full steam, there was a growth in international travel and
thereby growth in hotel industry.
Estimates abound as to the importance and size of house keeping.
Certainly, its economic contribution is critical to the global economy whether as
a service to the business community.
Classifications of hotels
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Human Resource Practices In Hotel Industry
Nicobar have a long coast line of around 7500 km, offering an amazing
array of beaches, some popular, some not so well known. Thus location of
resort is the basic point of attraction for tourists.
Wild Resorts Hotels
A wildlife tour is incomplete if one does not actually live in a forest for a
few days. It means living in a rest house or a tent the midst of the dense
wilderness and waking up to the twittering of birds.
Government Approved Hotels
These are the hotels, which might not have applied for star categorization
or small enough to find them in the list. Many of the wildlife resorts,
lodges and hostels are government approved providing a minimum level
of accommodation facilities at far off places.
Residential Hotels
The residential hotels work as apartment house. Often we call them
apartment hotels. The hotels charge rent on monthly, half – yearly, or
yearly basis. They are generally located in big cities and towns where no
meals are served to the customers. Initially, the residential hotels were
developed in the USA. The services offered here are comparable to an
average well managed home.
Commercial Hotels
The commercial hotels are meant for the people who visit a place of trade
and commerce or business purposes and therefore these hotels are found
located at the commercial or industrial centers. They focus their attention
on individual travelers and are generally run by owners.
Floating Hotels
The floating hotels are located on the water surface. The places are sea,
river, and lake. These hotels provide with all the facilities and services
made available in a good hotel. In the leading tourist generating countries
of the world we find the practice of using old luxury ships as floating
hotels.
The industry offers more career options than most: - No matter what kind
of work we enjoy and wherever our aptitudes lie, there is a segment of the
industry that can use ours talents.
The work is varied: - Because hotels and restaurants are complete
production, distribution and service units, and managers are involved in a
broad array of activities.
There are many opportunities to be creative: - Hotels and restaurants
managers might design new products to meet their needs of their guests;
produce training programs for employees; or implement challenging
advertising, sales promotions and marketing plans.
Hospitality jobs are not nine-to-five jobs: - Hours are highly flexible in
many positions.
Many more opportunities are waiting in a queue. With these the role of HR is
drastically change. Its fields of operation in today’s worlds knew no boundary.
Each day it is confronted with new challenges in new division of hotels.
Therefore before knowing the role of HR it is essentials to know different
department of the hotels as well their functions.
This department is the topic of our discussion. The practice, which this
department and their staff perform, is going to be learned in the light of
following project.
In hotel industry the job of HR manager can be compare with the job of
conductor, whose job is to instruct and direct all of the various musicians so that
they can perform well together. But before a conductor can direct a beautiful
Subodh institute of management and career studies, jaipur
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Human Resource Practices In Hotel Industry
General Manager
Personnel Director
Personnel Manager
Personnel Officer
Personnel Training
Department Department
Operative Training
Supervisory Training
Management Training
Maintaining Recruitment Training Welfare Training Instruction
Payroll Training Aids &
Equipments
Personnel Policies of HR
The personnel function in a hotel includes many activities such as:
≈ Consideration of leadership style
≈ Relationship
≈ Responsibilities
≈ Philosophy
≈ Social orientation
≈ Organizational structure
In most of the hotels the personnel policies are put in writing. These policies are
distributed to key and responsible executive to provide guidance and ensure
consistent application. Periodically the HRD review these policies.
For Example: In Ramada international the following policies are put on the
notice board as well as each employee bear a tag starting “I am” which generate
a sense of motivation as well as sense of personal feeling towards the
organization.
Fig: Policies of Ramada International
I am proud
I am Excited
I am Empowered
I am Ramada International
≈ Interview
≈ Psychological and Aptitude tests
≈ Selection
≈ Medical Examination
≈ Administration and Transfers
≈ Promotions and Termination
≈ Responsibilities for adherence to
indiscrimination laws
Education and Training
≈ Orientation of new employees
≈ Educational needs for employees
≈ Training development programmes
≈ Communications
Health and Safety
≈ Occupational health
≈ Emergency medical care
≈ Safety programme
≈ Preventive Medicine
Employee’s Services
≈ Cafeteria
≈ Vending Machine
≈ Employee’s Lounge
≈ Lockers
≈ Counseling
≈ Suggestion Scheme
Human Resource Planning (HRP) is the first aspect of human resource process.
It is very commonly understood as the process of forecasting an organization’s
future demand for, and of, the right type of people in the right number. It is only
after this that HRM department can initiate a recruitment and selection process.
HRP is the sub-system in the total organizational planning.
HRP is important for:
≈ The future personnel needs
The list is infact never ending. HRP actually has become an inevitable part of
HRM process.
HRP is influenced by several considerations. The more important of them
are:
Type and strategy of the organization
Organizational growth cycles and planning
Environmental uncertainties
Type and quality of forecasting information
Nature of jobs being filled
Off-loading the work
Environment
Organizational
Objectives & Policies
HR Programming
HRP Implementation
Control and
Evaluation of Program
Surplus Shortage
HR Demand Forecast
Demand forecasting must consider several factors – both external as well as
internal. Among the external factors are competition, economic climate, laws
and regulatory bodies, changes in technology and social factors. Internal
factors include budget constraints, production levels, new products and
services, organizational structure and employee separations.
HR Supply Forecast
The next logical step for the management is to determine whether it will be
able to procure the required number of personnel and the sources for such
procurement. This information is provided by supply forecasting. Supply
forecasting measures the number of people likely to be available from within
and outside an organization, after making allowance for absenteeism, internal
movements and promotions, wastage and changes in hours and other
conditions of work.
HR Programming
Once an organization’s personnel demand and supply are forecast, the two
must be reconciled or balanced in order that vacancies can be filled by the
right employees at the right time. HR programming is the third step in the
planning process, therefore, assumes greater importance.
HR Plan Implementation
Implementation requires converting an HR plan into action. A series of action
programmes are initiated as a part of HR plan implementation. Some such
programmes are recruitment, selection and placement; training and
development; retraining and redeployment; the retention plan; the redundancy
plan; and the succession plan.
JOB ANALYSIS
In order to achieve effective HRP, the duties involved and the skills
required for performing all the jobs in an organization have to be taken care of.
This knowledge is gained through job analysis. In simple words, job analysis
may be understood as a process of collecting information about the job.
Specifically, job analysis involves the following steps:
Collecting and recording job information.
Checking the job information for accuracy.
Writing job description based on the information.
Using the information to determine the skills, abilities and knowledge that
are required on the job.
Updating the information from time to time.
Strategic Choices
≈ Employee Involvement: Job analysis involves collecting job-
related information – duties, responsibilities, skills and knowledge
required to perform the jobs. It may be stated that in job analysis,
information about a job is collected and not about the incumbent,
however, the jobholder is consulted. Employees are often asked to supply
vital information about the contents of job, given their familiarity with it.
Strategic Choices
Gather Information
Uses of Job Description and Job
Specification
Process Information Personnel Planning
Performance Appraisal
Hiring
Training & Development
Job Description Job Evaluation &
Compensation
Health & Safety
Employee Discipline
Job Specification
Work Scheduling
Career Planning
Information Gathering
This step involves decision on three issues, viz;
≈ What type of data is to be collected?
For Example: In most of the hotels that I visited, the sources for collecting
information are by Observation, Interviews and Questionnaire.
Information Processing
Once the job information has been collected, it needs to be processed, so that it
would be useful in various personnel functions. Specifically, job-related data
would be useful to prepare job description and job specification. (see fig).
Job Analysis
A Process of Obtaining all Pertinent Job Facts
sequence to job analysis is job design. Job analysis provides job-related data as
well as the skills and knowledge expected of the incumbent to discharge the job.
Job analysis, then, involves conscious efforts to organize tasks, duties and
responsibilities into a unit of work to achieve certain objectives.
Feedback
Organizational Factors
Characteristics of task
Work flow
Ergonomics
Work practices
Environmental Factors
Employees abilities and Job Productive &
availability Design satisfying job
Social and cultural
expectations
Behavioural Factors
Feedback
Autonomy
Use of abilities
Variety
count, the fault lies with the job designers who, based on the feedback, must
redesign the job. (See Fig)
Work
Job
Simplificatio
Rotation
n
High Job
Job
Performance Enlargemen
Design
Work Design t
Autonomous
Job
Teams
Enrichment
A given job is broken down into small sub-parts and each part is assigned to
one individual.
job. Jobs remain unchanged, but incumbents shift. With job rotation, a given
employee performs different jobs, but more or less, jobs of the same nature.
≈ Job Enlargement: Job enlargement involves expanding the number of
intact group of employees who are responsible for a whole work process or
segment that delivers a products or service o an internal or external customer.
≈ High-Performance Work Design: It is a means of improving
performance in an environment where positive and demanding goals are set.
RECRUITMENT
Managerial Roles
Responsibility for the overall recruitment process is assigned to human
resources managers. They are responsible for designing and implementing a
recruitment program that will meet the hotel industry’s personnel needs while
complying with all legal requirements. This responsibility includes finding
sources of applicants; writing and placing advertisements; contacting schools;
agencies and labour unions; establishing procedures to guarantee equal
employment opportunity; and administering the funds the firm has budgeted for
recruitment.
For Example: In most of the hotels that I visited the recruitment is done by
Advertisement, Recruitment Agencies, on net (Naukri.com). And only in some
hotels it is done by the way of College Campus, Placement Service.
External Forces
Internal Forces
Supply &
Recruitment
Demand
Policy
Unemployment
HRP
rate Recruitment
Size of the firm
Labour Market
Cost
Political-social
Growth &
Sons of soil
Expansion
Image
Types of Recruitment
In hotel industry, the types of recruitment are:
Internal Recruitment
Internal recruitment seeks applicants for positions from those who are
currently employed. Internal sources include present employees, employee’s
referrals, former employees, and former applicants.
External Recruitment
Finding qualified applicants from outside the organization is the most
difficult part of recruitment. The success of an expanding hotel industry or
one with many positions demanding specialized skills often depends on the
effectiveness of the organizations recruitment program. Specifically, sources
external to an organization are professional or trade associations,
advertisements, employment exchanges, college/university/institute
placement services, consultants, displaced persons, radio and television,
acquisitions and mergers and competitors.
Recruitment Process
HR practices its function in each and every stages of recruitment. The process
comprises five interrelated stages, viz. (i) Planning, (ii) Strategy development,
(iii) Searching, (iv) Screening, and (v) Evaluation and control.
The function of HR is to make the selection procedure an ideal one. The ideal
recruitment programmed is the one that attracts a relatively larger number of
qualified applicants who will survive the screening process and accept positions
with the organization, when offered.
Screening Potentia
l Hires
Job Recruitment Searching
Vacancies Planning Activation
-Numbers “Selling”
-Types -Message Applican To
-Media t Pool Selection
Strategy
Development Applicant
-Where Evaluation
Populatio
-How & Control
n
-When
SELECTION
Selection Process
Selection is a long process, commencing from the preliminary interview of the
applicants and ending with the contract of employment. Fig. shows the
generalized selection process. In practice, the process differs among
organizations and between two different jobs within the same organization.
Selection procedure for senior managers will be long-drawn and rigorous, but it
is simple and short while hiring shop-floor workers.
For Example: In most of the hotels that I visited the selection procedure is
different for people in different department as well as for different post. In
Orchid Hotel, the different types of test taken are knowledge test, trade test,
interviews and managerial grid for executives.
Subodh institute of management and career studies, jaipur
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Human Resource Practices In Hotel Industry
External Environment
Internal Environment
R R R
A A A
Job Offer
RA: Rejected Applicants
Employment Contract
Evaluation
Pre-placement
Presentation
Group Discussion
Extemporization
Written Aptitude
Test
Preliminary
Interview
Psychometric
Test for short
listed candidates
Final Interview
with senior
management
Letter of Offer
Pre-placement
Presentation
Group Discussion
Preliminary
Interview
Final Interview
with senior
management
Letter of Offer
Pre-placement
Presentation
Written Technical
Test
Group Discussion
Personal
Interview
Food Trial
Letter of Offer
Orientation
Organizational Issues
• History of employer • Product line or services
provided
• Organization of employer • Overview of production
process
• Names & titles of key • Company policies & rules
executives
• Employee’s title & • Disciplinary regulations
department
• Layout of physical facilities • Employee handbook
• Probationary period • Safety procedure &
enforcement
Employee Benefits
• Pay scales and pay days • Insurance benefits
Placement
After orientation comes placement. Placement refers to the assignment of a new
employee to his or her job. The jobs of HR are simple where the job is
independent, but where the jobs are sequential or pooled, HR specialists use
assessment classification model for placing newly hired employees. For example
the job of placing a waiter to its position is quite simpler as compared with that
of the placing the employee at managerial level. The job of placing a waiter to its
position is called an independent job but the job of placing employee at
managerial level can be considered as sequential or pooled job.
2. Off-the-job training
1. On-the-job training: On-the-job training is primarily learning by doing
and, as such, is probably the most used and most abused approach to training.
Like other form of training, OJT requires planning, structure and supervision
to be effective for developing a variety of practical and customer-oriented
capabilities. When done correctly, OJT is a sensible and cost effective
method for training and assessing trainees’ progress in jobs such as retail
sales, food and beverage operatives, and check-in and check-out positions.
Some of the On-the-job methods of training are orientation training, job-
instruction training, apprentice training, internships and assistantships, job
rotation etc.
For example, at Domino’s Pizza, approximately 85% of employee training is
OJT, delivered by store managers using extensively by Ramada Inns, Inc.,
which has developed an OJT training aid. It also provides trainees with a list
of sequential steps that should be followed to perform the task correctly, as
well as the list of tools, materials, and equipment needed to do the task.
Finally, the training aid provides an evaluation form for providing feedback
to the trainees.
studies and role plays, and simulations. What distinguishes in-house off-the-
job training from other type of off-the-job training is that in-house training is
conducted away from the physical location where the job is actually carried
out, but still on company premises.
Like in-house off-the-job training, external off-the-job training can
also take a variety of forms. Such training may be tailored to the company’s
specific need or it may be offered on a more general basis; it may focus on
special disciplines related to hospitality.
Independent off-the-job training refers to training methods that are
controlled and managed by the learner. A number of these training options
which are becoming increasingly important to employees in the hotel industry
are:
≈ Distance/open learning or training (may involve correspondence
teaching, use of television or radio, video-conferencing, etc.)
≈ Computer-assisted learning
≈ Interactive-video learning
≈ A combination of the above method
Marriott Trains
Bill Marriott is a firm believer in the value of training front-line people, and in
the impact the front-line has on the bottom-line. There are over 140000
employees in the various Marriott hotel and food service enterprises, which he
describe simply as a “people business”. As Marriott says:
We are in the people business, from waiters to maids to truck drivers, our
employees must be able to get along pleasantly with others all day long.
He adds that, by one estimate, company employees make 6 million customer
contacts per day, 6 million moments of truth.
In the Marriott Company that important customer interface isn’t left to chance.
In 1984 Marriott spend more than $20 million on training. To reinforce the
effects of training, every employee gets the regular performance review and
participates in a generous profit- sharing plan.
At Taj the employees are there assests. They believe that every employee has the
potential to make a successful, long-term career within the company, upholding
the true values that have been the foundation for the phenomenal growth of the
Taj Group. He or she is the very reason for there survival.
It includes:
• An 18-month intensive management-training programme, which
prepares trainee for Profit Centre Management in the Taj Group.
• 6 months training as a shadow manager/shadow chef (mentorship by a
senior manager/mentoring chef).
PERFORMANCE APPRAISAL
Objectives of
Performance Appraisal
Establish Job
Expectations
Design an Appraisal
Programme
Appraise
Performance
Performance
Interview
JOB EVALUATION
Job evaluation refers to the process of determining the relative worth of each job
for purpose of establishing satisfactory wage and salary differentials. Jobs are
evaluated on the basis of their content and are placed in the order of their
importance. In a job evaluation programme, the jobs are ranked and not the job
holders.
Job Evaluation
Analytical Non-Analytical
Though there are different types of methods available but the most common
method practiced in this industry is analytical method and in analytical method
point ranking methods is the most appropriate one.
Process of Job Evaluation
Objectives of
Job Evaluation
Job Analysis
Job Job
Description Specification
Job Evaluation
Programme
Wage Survey
Employee
Classification
EMPLOYEE RELATIONS
As the name suggest it is all about maintaining relationship with the employee. It
includes all terms that are concerned with the employee like employee
remuneration, incentives payments, employee benefits and services, employee
welfare, safety and health issue, trade unions etc. Here it’s where the HR
manager communicates with employee about their problems, suggestion and so
on. All these steps are followed in order to retain best employee.
Employee Remuneration
In most of the hotels, the human resource department plays a crucial role in
determining the remuneration policy of employees. For this they take into
consideration all external as well as the internal factors. By this they have to deal
with external factors like labour market, going rate, cost of living, labour unions,
labour laws, society and the economy as well as internal factors like company’s
ability to pay, job evaluation and performance appraisal and the worker himself
or herself. In hotel industry both financial as well as non-financial methods of
remuneration are followed.
Incentives Payments
It is seen that HRD are highly involved in deciding the incentives programmes.
As this department is involved in deciding the remuneration programmme, they
are serving as the foundations for most incentive plans. The management of
these plans is collaborative. These incentives schemes are for direct workers who
work in batches, as well as for indirect workers.
Employee Benefits and Services
The HRD has a major role in the development and management of benefits
programs. These benefits are designed by HRD in order to suit the requirement
of employee. And further, they are sent to the top management for approval.
Thereafter they are implemented. These benefits, which are given to the
employee, are both financial as well as non-financial.
Some of the benefits and services, which are practiced in the hotel industry are
as follows:
Legally required payments
Old age, survivors, disability and health insurance
Worker’s compensation
Unemployment compensation
Contingent and deferred benefits
Pension plans
Group life insurance
Sick leave
Maternity leave
Payments for time not worked
Vacations
Holidays
Voting pay allowances
Employee Welfare
Labour welfare refers to taking care of the well being of workers by employers,
trade unions, and government and non-government agencies. Recognizing the
unique place of the worker in the society and doing good for him/her retaining
and motivating employees, minimizing social evils, and building up the local
reputation of the hotel are the arguments in favour of employee welfare. Hence
this area has generated one more area for practicing of HR roles.
Trade unions
Trade unions are voluntary organizations of employees or employers are formed
to promote and protect their interests through collective action. Contrary to
popular perception, unions are not meant only to organize strikes. Their presence
is felt in all HR activities of an organization. Unions have political affiliations.
But some hotels experience tremendous pressure from these trade unions
whereas in some hotels trade unions are present for name shake only. The
unions, which are present in most of the hotel, are Bhartiya Kamgar Sena
(headed by Shiv-Sena).
360 DEGREE PERFORMANCE APPRAISAL
360 degree appraisals are a powerful developmental method and quite different
to traditional manager-subordinate appraisals. As such a 360 degree process does
not replace the traditional one-to-one process - it augments it, and can be used as
a stand-alone development method.
360 degree appraisals involve the appraisee receiving feedback from people
(named or anonymous) whose views are considered helpful and relevant.
360° Feedback is a proven method of helping individuals reviews their
performance through the eyes of their working colleagues.
The feedback is typically provided on a form showing job
skills/abilities/attitudinal/behavioural criteria and some sort of scoring or value
judgement system. The appraisee should also assess themselves using the same
feedback instrument or form.
BENCHMARKING
Benchmarking is the process of determining who is the very best, who sets the
standard, and what that standard is. In baseball, you could argue that seven
consecutive World Series Championships made the New York Yankees the
benchmark. It is done to motivate people to improve toward that goal.
Benchmarking is usually part of a larger effort, usually a Process Re-engineering
or Quality Improvement initiative. Benchmarking is a management tool that is
being applied almost anywhere. Once we decide what to benchmark, and how to
measure it, the object is to figure out how the winner got to be the best and
determine what we have to do to get there.
FUTURE ROLE OF HUMAN RESOURCE IN HOTEL
INDUSTRY
Service quality and productivity were the most crucial competitive issues facing
these firms. When asked to different hotels regarding strengthening
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Human Resource Practices In Hotel Industry
executive will increasingly play a major role in advising the CEO and the top
management team about the human resources implications of broad
organizational strategy, both nationally and globally. Further, the human
resources department will be called upon more and more advice management
at all levels about the motivational, morale and legal implications of various
present and proposed practices and policies.
The Catalyst Facilitator Role:- The human resources directors have a
and to come up with solutions – or system for solving the problem- that
correspond with the diagnosis. All too often, programs of various kinds, like
job enrichment, incentives systems, quality circles and so on, are proposed by
managers or human resources people. what is usually needed is an accurate
description of the problem to be solved, a careful analysis of the dynamics of
that problem, and a close look at alternative solutions and their rectifications
before a program are implemented.
The Assessment Role:- One of the most difficult roles for human
Hyatt has an ambitious plan to find, train, and keep quality employees during the
next 10 years - Focus 2000. Recruitment, training, recognition, retention,
communications, volunteerism and community involvement are important
components of the plan. One priority of focus 2000 is keeping tabs of
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Human Resource Practices In Hotel Industry
CONCLUSION
From the whole project we have seen that in hotel industry the policies
and functioning of each hotel is little bit similar to other hotels. Good HR policy
would be the policy, which not only considers all HR functions with proper care,
but also considers all the other factors like culture of the hotel, types of
customers it receives, the nature of the business and also the place from where it
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Human Resource Practices In Hotel Industry
operates. And the hotels, considering all the above factors to achieve the
organizational goal while framing its HR functions is said to have been
following good policy. For example in Hotel Sea Princess, the employee care is
given first priority. In case if some of the relative of an employee dies or suffers
from some serious disease, the manager sends all the colleagues of that
employee to support him and thus manager makes himself aware of that
employee’s condition. This makes the employee feel that management cares for
him. This will definitely motivate him to work in the interest of organization.
There work environment is quite friendly and hence employees can discuss their
problems openly.
In small hotels, the HR functions are not that developed. It needs more
attention especially for the hotels aiming to expand their business. The hotels
should neglect the fact that the frustration level in this industry is highest of all
industries. The very first disappointment employee’s face that the industry is not
glamorous the way it was hyped in catering colleges. Their frustration level
keeps on rising when they go through the following circumstances. Employees
do not have time for their personal life. They have to do overtime for many of
the reasons and for such extra time they are not even paid. For example if the
waiter A’s working hours are from 6 am to 2 pm and at 1.30 pm some guests
arrives on the A’s table then A cannot leave unless the guest leaves the table.
Thus A will be forced to do overtime till the time those guests are sitting on the
table. And for this extending period A is not even paid. Also in this industry
number of working days and number of working hours are higher than any other
industry and also employees are compelled to work on Sundays and Bank
Holidays when all the others have holidays. (Source Ramada Plaza) The most
frustrating part of this industry is the fact that besides going through all the
frustrations employees are not paid the amount they deserve. Salary paid to them
is really low when we compare it with their frustration level. Thus because of
these facts most of the employees leaves their job.
And now when our country is trying to develop tourism for the
development of our economy, it has become mandatory for us to provide hotel-
services up to international standards and this is possible only when our hotels
are in position to cope with this frustration level of employees. They need to be
given proper training and also the career opportunities for their future. And first
of all they should be aware of the facts of this industry before they join in, so that
after entering their frustration level would be low as they will be prepared for
everything. Thus, the responsibility of an HR manager is much higher in this
industry.
global leadership position in the 5-star luxury hotel and resort industry for the
world’s most discerning business and leisure travelers. The proximity to
international airports and central business districts, strategic location,
individuality, architectural aesthetics, lush greens and the intrinsic Indian culture
and heritage distinguishes the group from the rest. The Leela is committed to
striving for excellence and exceeding expectations based on the ancient Indian
Philosophy that the ‘Guest is God’.
Location
The Leela is a city Hotel, situated in the heart of Mumbai’s bustling industrial
belts. The hotel is located 1.5 kms from International Airport, and 7 kms from
domestic airport.
Voted ‘Business Hotel of the Year’- 97 by H&FS, The Ramada Hotel Palm
Grove is geared to serve both the discerning businessman and the carefree leisure
traveler. It’s fully refurbished guest rooms and highly personalized services,
make you feel comfortable and cared for, miles away from home.
Location :
Centrally located and within three kilometers of the
Domestic and the International Airports, MIDC and
the SEEPZ Industrial areas and within walking
distance of the Andheri Railway Station.
Accommodation :
32 plush and cozy rooms and suites with facilities like attached baths with hot
and cold running water, color television sets with satellite transmission, modern
fittings and furniture, etc.
Features:
A Luxurious, Multi Cuisine Grade 1 Restaurant, having a well stocked bar serving
the best of the spirits, Indian, Konkani, Chinese, Continental & Thai cuisines. The
restaurant has been featured, approved and acclaimed by the Times of India,
Indian Express, Mid Day, Star Plus, In-Mumbai and other top of the line media
merchants. It's also been our pleasure to host celebrities like Sachin Tendulkar,
Shyam Benegal, Siddharth Kak, Bachhi Karlaria, Jiggs Kalra & Sanjeev Kapoor to
name a few. It also has a roof garden which is a perfect place for any occasion like
birthdays, wedding, receptions etc.
Hotel Sea Princess is one of the leading 5 Star hotels in Mumbai, the dream city
of India. The Hotel Sea Princess in Mumbai is awarded with the 24th
International Award for Tourist, Hotel and Catering Industry at Madrid, Spain
and the International Gold Star Award for Quality and Excellency at Geneva,
Switzerland. The Sea Princess hotel caters to the needs of today’s business
executives as well as leisure travelers.
Location
In the heart of Mumbai, on the famous beach of Juhu, is the location of Hotel
Sea Princess. The Distance of the hotel from the Domestic Airport is 8 kms,
while the International Airport is 13 kms away and 3kms from Santacruz
Railway Station.
Rooms Restaurant
The Orchid has employed a high powered team of professionals from the
Industry and it opened its doors to Public on World Tourism Day - 27th
September, 1997. It has been well received both in the domestic and
international market and enjoys a near 82.7% occupancy in the year 2000-2001
having well appointed rooms and suites with luxurious 5 star facilities.
Around the waterfall, on the first level is the Boulevard, the 24-hour
coffee shop. The beautiful Orchids growing there give you a feel of the truly
Orchid experience. Besides, The Boulevard provides a unique guaranteed time-
bound service aptly called the "Lightening Menu" or the "10 Minute Menu". If
the service is even a minute late, the meal is on the house! From the first level to
the top most.
Mostly Grills the lovely roof top barbecue restaurant serves modern fusion
cuisine. The setting is a very surrealistic Mexican village with a pool by the side
and the breathtaking view of the airport runway on the other.
And then the piece-de-resistance, Vindhyas, which many Mumbai
gourmets consider the best Indian restaurant in town, is a unique concept
showcasing the cuisine and culture of peninsular India. Here in a very ethnic
temple setting you can experience the intriguing flavors of nine Indian
peninsular states, the folk dance performances only go to serve as the perfect
accompaniments.
Abutting Vindhyas is Merlin's Bar. The name itself conjures images of
magical concoctions that will help lift your spirits and unwind, and what's more
Merlins is open till 3.00 am, giving you ample time to enjoy the magic.
At the lobby is The Gourmet Shop, a delicious cake shop.
CASE STUDY
(Source Ramada Plaza)
Labour Negotiation
This is a case about labour dispute. In this dispute there were around 45
employees involved, whose job where terminated some three years ago for the
Subodh institute of management and career studies, jaipur
77
Human Resource Practices In Hotel Industry
certain reason. The case was something that all the workers wanted their job
back as well the compensation in amount equal to their wages for the period they
have not worked. The hotel was ready to hire these employees but not ready to
pay the compensation they were demanding. The case was going in the court but
the judgement was not seen in favour to either of the side. Both the hotel and
employee were running huge expenditure in such matter. Mr. Gangadhar
Ghadigaokar was newly appointed as HR manger in the hotel at that time and
was faced up with this case.
Solution
Mr. Gangadhar Ghadigaokar talk with this people and explained the overall
problem and their long-term consequences and on behalf of the hotel he
negotiated with them. This process went for a month and ultimately these people
were ready to accept the proposal led by Mr. Gangadhar Ghadigaokar. The
proposal was that the hotel will pay the compensation for the 45 months instead
of the 48 months in the form of Rs.1000-3000 instead of full wages as a
compensation amount depending upon there designation. Top management also
accepted the proposal, infact they were happy about the proposal made by Mr.
Ghadigaokar and appraised him for his work.
PRESS RELEASE